In a Catalyst study, senior-level women gave their top three reasons for which they would leave their current organization, with 42.0% citing increased compensation, 35.0% to accept the opportunity to develop new skills or competencies, and 33.0% to pursue greater advancement opportunities.3

High-level men gave the same reasons, with 51.0% citing increased compensation, 32.0% to accept the opportunity to develop new skills or competencies, and 30.0% to pursue greater advancement opportunities.4

A 2007 study looked at professionals and managers who left their place of work due to unfairness and found that: 5

9.5% of people of color that were professionals or managers left due to unfairness in their job.

3.0% of Caucasian men and 4.6% of Caucasian women left their place of work due to unfairness in their jobs.

5.6% of gays and lesbians that were professionals or managers left due to unfairness in their job.

SPECIFIC UNFAIRNESS EXPERIENCED AMONG RESPONDENTS WHO LEFT THEIR
PLACE OF WORK6

Specifc Form of
Unfairness Experienced

% Who left workplace

Public humiliation

14.8%

Passed over for a promotion

14.9%

Being compared to a terrorist

18.8%

Being asked to attend more recruiting or community related events

15.6%

Bullied on the job

13.5%

Having your identity mistaken

12.7%

Unwelcome questions about skin, hair, or ethnic attire

12.8%

The Cost of Turnover

Employee departure costs companies time, money and other resources. Research suggests that replacement costs can be as high as 50%-60% of an employee’s annual salary with total costs associated with turnover ranging from 90%-200% of annual salary.7

High turnover rates are linked to shortfalls in organizational performance. 8

When retention is higher than normal, customer satisfaction, productivity, and profitability also tend to be higher than normal.9

Organizations can compute the cost of turnover to their organizations with a turnover calculator.10